Running head: PROJECT SCOPE AND CHARTER 1 PROJECT SCOPE AND CHARTER 3 Project Scope and Charter Yahima Montero Chamberlain University Project Scope and Charter In current healthcare settings, it is in the best interest of hospitals to have project management as the central focus and input to high performance. Project management solves unforeseen issues that may undermine the delivery of services since it is a performance road map that demands significant supervision, an organization, and strategy. The paper outlines the scope and charter's critical concepts for running the entire project using the available approaches and resources. Scope Statement A project requires a well-written scope statement that illustrates the whole thing. Aspects such as deliverables and their characteristics; and stakeholders of interests get considered by the scope. Most significantly, objectives and goals that measure the success form an integral part of the project scope. Project managers may write the scope or assign the role to one of the team members. He closely works together with their teams to have a full understanding of the scope value. This understanding involves assembling of viable techniques, tools, and processes for use (Guanci, 2019). Non-essential activities do not support the scope and need not be performed to ensure the project is completed behind schedule and deliver customer expectations. Signatures of the project manager and sponsor in the scope indicate an agreement for what is included in the plan in the course of the project execution Project Charter Any successful project must have a charter. Charter states the objectives, the process of project execution, and identifies the project's stakeholders. It forms the most critical ingredient in project planning as it is used in the entire lifecycle of the project. Summarily, project charter documents: reasons for the project, objectives and challenges of the project, identified risks, the significance of the project, overview of the budget, and key stakeholders. A well-created charter is the one that project goals and objectives are well understood, the project organization is defined, the implementation plan is ready, and likely challenges listed (Putlitz, 2019). So, the charter is an integral part of the project management process and get approved by a steering committee comprising of stakeholders or by leadership. Conclusion Both project scope and charter define the chances of successful project management process and implementation. The two aspects are the project manager's blueprint and provide the necessary tools and resources for the execution. So, a wrongly-written scope or charter cannot identify some of the unforeseen risks that are likely to sabotage the achievement of the project's main objectives and overall purpose, leading to change. References Guanci, G., & Bjork, C. (2019). An introduction to project management. Nursing management, 50(10),.

1. Running head: PROJECT SCOPE AND CHARTER 1
PROJECT SCOPE AND CHARTER 3
Project Scope and Charter
Yahima Montero
Chamberlain University
Project Scope and Charter
In current healthcare settings, it is in the best interest of
hospitals to have project management as the central focus and
input to high performance. Project management solves
unforeseen issues that may undermine the delivery of services
since it is a performance road map that demands significant
supervision, an organization, and strategy. The paper outlines

2. the scope and charter's critical concepts for running the entire
project using the available approaches and resources.
Scope Statement
A project requires a well-written scope statement that
illustrates the whole thing. Aspects such as deliverables and
their characteristics; and stakeholders of interests get
considered by the scope. Most significantly, objectives and
goals that measure the success form an integral part of the
project scope. Project managers may write the scope or assign
the role to one of the team members. He closely works together
with their teams to have a full understanding of the scope value.
This understanding involves assembling of viable techniques,
tools, and processes for use (Guanci, 2019). Non-essential
activities do not support the scope and need not be performed to
ensure the project is completed behind schedule and deliver
customer expectations. Signatures of the project manager and
sponsor in the scope indicate an agreement for what is included
in the plan in the course of the project execution
Project Charter
Any successful project must have a charter. Charter states
the objectives, the process of project execution, and identifies
the project's stakeholders. It forms the most critical ingredient
in project planning as it is used in the entire lifecycle of the
project. Summarily, project charter documents: reasons for the
project, objectives and challenges of the project, identified
risks, the significance of the project, overview of the budget,
and key stakeholders. A well-created charter is the one that
project goals and objectives are well understood, the project
organization is defined, the implementation plan is ready, and
likely challenges listed (Putlitz, 2019). So, the charter is an
integral part of the project management process and get
approved by a steering committee comprising of stakeholders or
by leadership.
Conclusion
Both project scope and charter define the chances of
successful project management process and implementation. The

3. two aspects are the project manager's blueprint and provide the
necessary tools and resources for the execution. So, a wrongly-
written scope or charter cannot identify some of the unforeseen
risks that are likely to sabotage the achievement of the project's
main objectives and overall purpose, leading to change.
References
Guanci, G., & Bjork, C. (2019). An introduction to project
management. Nursing management, 50(10), 20-26.
Putlitz, U. (2019). Successful project management depends on
team work. Civil Engineering= Siviele Ingenieurswese,
27(v27i6), 38-40.

4. Appendix A: Scope Statement
Organization’s Name: The Chamberlin Hospital, Emergency
Department
Project’s Name: Emergency Department Information System
(EDIS)- During Admission
Project Manager: Mr. Anerley Smith
Sponsor(s), Title: The Chamberlin Hospital
Organizational Priority (High, Medium, Low): High
_____________________________________________________
_________________
Mission Statement
“To offer a responsive healing environment for patients seeking
emergence healthcare services” (Chamberlain Emergency
Department).
Measurable Project Objectives- (5 W’s and H. Sipes, 2016)
Who: Emergency Response Team
What: EIDS
Where: Emergency Department
When: During admission
Why: promote efficient emergency service delivery to reduce
walkouts rates and lengthy waits
How: High for leaving without being treated identified. EDIS
for emergence department explored, roles traced, and
implementation inputs available.
Justification of Project
Chamberlain faces a problem of increased walkouts, high losses
in revenue collection within the department, lengthy waits, and
patients at the Emergency Department have unsatisfied scores.
As a result, EDIS will solve these issues by ensuring many
patients are served once since the system is automated.
Implementation Strategy

5. Share the concepts of successful EDIS in other facilities to
streamline the implementation process. All expected changes at
ED discussed, and objectives as well as deadline for project
implementation stipulated
Project Resources
· IT Specialists and Trainers
· Software Licenses
· Cabling or Switches
· Network
· Fifty Computers.
Completion Date
September 15, 2020
Measures of Success
· Online survey to determine any concerns of the newly
implemented EDIS project
· EDIS installed in both emergency waiting rooms and
emergency department
Assumptions
The EDIS project will be accepted in the emergency department
and has adequate personnel for enforcing the project, and will
get support from the hospital’s management.
Constraints
Challenges in the hospital’s fast-paced Emergency Department
environment.
Health workers at the department are unable to run the system
with greater speed and precision.
APPROVALS
Print or Type Name
Signature
Date
Project Manager Approval:
May 17, 2020
Owner or Sponsor Title and Approval:

6. May 20, 2020
Appendix B: Practicum Project Charter
Project Title: Emergency Department Information Systems
(EDIS)
Project Start Date: May 30, 2020 Project End Date:
September 15, 2020
Project Manager: Mr. Anerley Smith
Budget Information
Salary for Manager for worked hours on the project
125 hrs. x $45/hr. = $5,625.00
Salary for IT experts for worked hours on the project
105 hrs. x $43/hr. = $4,515.00
Amount paid to FQT Project Management Consultancy
Company
Paid $3,950.00
Nurses will be given allowances during the period for project
execution on an hourly basis
100 hrs. x $25/hr. = $2,000.00
Measurable Project Objectives - – (Use 5 W’s and H. Sipes,
2016)
S=Specific
Emergency Department Information System (EDIS) for patients
to serve patients at the hospital’s emergency department
EDIS will start on May 28, 2020, after the training for team
members is through
Training will be done for a team comprising of at least five
members and at most seven members.
Training to start on May 20, 2020, and end on May 25, 2020.
M=Measurable

7. Physicians and emergency provider will tract patients as
“served” and “not served” on the new system
Weekly reports on the service delivery to identify changes in
terms of walkout rates
A=Achievable
Facility’s top management and project manager agreed on the
project deadline
EDIS was approved by the Chamberlain Hospital
Salaries on hourly basis approved by the sponsor
R=Relevant
The objectives of the EDIS match with the hospital’s mission to
that of the ED
T=Timely
Deadline and the required number of team members highlighted
above.
Approach
Utilize the hospital’s top management as the main project’s
sponsor to facilitate smooth implementation at ED. Further, it is
critical to incorporate effective operations from the previously
used system to the new EDIS and disregard irrelevant
operations.
Roles and Responsibilities of Each Team Member
The Project Manager: Creating a project plan and approving the
methodology to use
Project Sponsor: Approving the budge and communicating the
project’s goals
Business Analyst: Validating objectives through testing
solutions, inspecting project deliverables to satisfy the
requirements, and gathering requirements from business users.
Nurses: Pre-test the computerized system, record the number of
cleared in-patients and out-patients on the new system, and give
feedback on the weak areas of the system.
IT Specialists: Developing strong patient databases, managing
the information security, installing and configuring networks,
and training and coaching end users of EDIS.
Members’ Comments

8. Project Manager: “It will meet the care needs at our ED.”
Sponsor: “It will improve the quality of care delivery in the
organization. All stakeholders should work hard.”
Business Analyst: “I will play my part to see the success part of
the project.”
Nurses: “As end-users of the EIDS, we say thank your top
management. We will play our part.”
IT Specialist: “I will offer high-quality training that equips end-
users with current and relevant EDIS skills.”
Chamberlain College of Nursing NR631 PICOT Worksheet
PICOT Worksheet—Week 1
Name: Yahima Montero
Date: 05/06/2020
Your Instructor’s Name: DR. Robert Davis
PICOT Question
What is the PICOT question?
My PICOT question is: among patients (P) with declined
satisfaction scores, does the use of tracking technology in the
Chamberlain emergency department (I), compared to expanded
emergency room, help to reduce the rate of Left Without Being
Treated and increase revenue collected for one year?
Define each element of the question below:
P: patients with declined satisfaction scores
I: tracking technology
C: expanding emergency room
O: reduced rate of Left Without Being Treated and increased
revenue collected
T: one year
Research Questions
I. Does the tracking system in ER improve service delivery in
terms of minimizing the number of patients leaving without

9. treatment?
II. How is the effectiveness of ER’s tracking technology in
reducing lengthy waits?
How were the practice issues identified? How did you come to
know this was a problem in your clinical practice?
· Revenue collection from Chamberlain’s emergency department
started to decrease at a high rate compared to last year’s
collection.
· Patients complained about taking too long to see emergency
department provider and almost 372 would leave the hospital to
seek treatment in other facilities with improved surgical
services
· Declined patient satisfaction scores as evidenced by high
walkout rates and 2.013 lost patients in 2019
· Decreased revenue from diagnostic testing in MRI, CT, labs,
and radiology
Search terms: Improving the delivery of surgical services in the
hospital’s emergency department
Narrowing the Search Terms: Tracking technology in the
emergency department
NR631 PICOT Worksheet 11/27/17
1